CH 10

PowerPoint Presentation
to Accompany Chapter 10 of
Management
Canadian Edition
Schermerhorn Wright

Prepared by: Michael K. McCuddy
Adapted by: Lynda Anstett & Lorie Guest
Published by: J ohn Wiley & Sons Canada, Ltd.

Management - Chapter 10 2
Planning Ahead Chapter 10 Study Questions
What is organizing as a management
function?
What are the major types of organization
structures?
What are the new developments in
organization structures?
What organizing trends are changing the
workplace?
Study Question 1: What is organizing as a
management function?
Organizing and organization structure
Organizing
The process of arranging people and other resources
to work together to accomplish a goal.
Organization structure
The system of tasks, workflows, reporting
relationships, and communication channels that link
together diverse individuals and groups.
Figure 10.1 Organizing viewed in
relationship with the other management
functions.
Formal structures
The structure of the organization in its official state.
An organization chart is a diagram describing reporting
relationships and the formal arrangement of work
positions within an organization.
An organization chart identifies the following aspects
of formal structure:
The division of work.
Supervisory relationships.
Communication channels.
Major subunits.
Levels of management.
Informal structures
A shadow organization made up of the unofficial, but
often critical, working relationships between
organization members.
Potential advantages of informal structures:
Helping people accomplish their work.
Overcoming limits of formal structure.
Gaining access to interpersonal networks.
Informal learning.

Informal structures (cont.)
Potential disadvantages of informal structures:
May work against best interests of entire organization.
Susceptibility to rumor.
May carry inaccurate information.
May breed resistance to change.
Diversion of work efforts from important objectives.
Feeling of alienation by outsiders.
Study Question 2: What are the major types of
Functional structures
People with similar skills and performing
similar tasks are grouped together into formal
work units.
Members work in their functional areas of
expertise.
Are not limited to businesses.
Work well for small organizations producing
few products or services.
Figure 10.2 Functional structures in a business, branch
bank, and community hospital.
Potential advantages of functional
structures:
Economies of scale.
Task assignments consistent with expertise and
training.
High-quality technical problem solving,
In-depth training and skill development.
Clear career paths within functions.
Potential disadvantages of functional
structures:
Difficulties in pinpointing responsibilities.
Functional chimneys problem.
Sense of cooperation and common purpose
break down.
Narrow view of performance objectives.
Excessive upward referral of decisions.
Divisional structures
Group together people who work on the same
product or process, serve similar customers,
and/or are located in the same area or
geographical region.
Common in complex organizations.
Avoid problems associated with functional
structures.

Figure 10.3 Divisional structures based
on product, geography, customer, and process.
Potential advantages of divisional
structures:
More flexibility in responding to environmental
changes.
Improved coordination.
Clear points of responsibility.
Expertise focused on specific customers,
products, and regions.
Greater ease in restructuring.
Potential disadvantages of divisional
structures:
Duplication of resources and efforts across
divisions.
Competition and poor coordination across
divisions.
Emphasis on divisional goals at expense of
organizational goals.
Types of divisional structures and how they group
job and activities:
Product structures focus on a single product or service.
Geographical structures focus on the same location or
geographical region.
Customer structures focus on the same customers or
clients.
Process structures focus on the same processes.

Matrix structure
Combines functional and divisional structures to gain
advantages and minimize disadvantages of each.
Used in:
Manufacturing
Service industries
Professional fields
Non-profit sector
Multi-national corporations
Figure 10.4 Matrix structure in a small
multiproject business firm.
Potential advantages of matrix structures:
Better cooperation across functions.
Improved decision making.
Increased flexibility in restructuring.
Better customer service.
Better performance accountability.
Improved strategic management.
Potential disadvantages of matrix structures:
Two-boss system is susceptible to power struggles.
Two-boss system can create task confusion and conflict
in work priorities.
Team meetings are time consuming.
Team may develop groupitis.
Increased costs due to adding team leers to structure.
Study Question 3: What are the new
developments in organization structures?
Guidelines for horizontal structures:
Focus the organization around processes, not functions.
Put people in charge of core processes.
Decrease hierarchy and increase the use of teams.
Empower people to make decisions critical to performance.
Utilize information technology.
Emphasize multiskilling and multiple competencies.
Teach people how to work in partnership with others.
Build a culture of openness, collaboration, and performance
commitment.

Team structures
Extensively use permanent and temporary
teams to solve problems, complete special
projects, and accomplish day-to-day tasks.
Often use cross-functional teams.
Figure 10.5 How a team structure uses cross-functional
teams for improved lateral relations.
Potential advantages of team structures:
Eliminates difficulties with communication and
decision making.
Eliminates barriers between operating
departments.
Improved morale.
Greater sense of involvement and identification.
Increased enthusiasm for work.
Improved quality and speed of decision
making.
Potential disadvantages of team structures:
Conflicting loyalties among members.
Excessive time spent in meetings.
Effective use of time depends on quality of
interpersonal relations, group dynamics, and
team management.
Network structures
A central core that is linked through networks
of relationships with outside contractors and
suppliers of essential services.
Own only core components and use strategic
alliances or outsourcing to provide other
components.
Figure 10.6 A network structure for a
Web-based retail business.
Potential advantages of network structures:
Firms can operate with fewer full-time
employees and less complex internal systems.
Reduced overhead costs and increased
operating efficiency.
Permits operations across great distances.
Potential disadvantages of network
structures:
Control and coordination problems may arise
from network complexity.
Potential loss of control over outsourced
activities.
Potential lack of loyalty among infrequently
used contractors.
Excessively aggressive outsourcing can be
dangerous.
Deadly sins of outsourcing:
Outsourcing activities that are part of the core.
Outsourcing to untrustworthy vendors.
Not having good contracts with the vendor.
Overlooking impact on existing employees.
Not maintaining oversight; losing control to vendors.
Overlooking hidden costs of managing contracts.
Failing to anticipate need to change vendors, cease
outsourcing.
Boundaryless organizations
Eliminate internal boundaries among subsystems and
external boundaries with the external environment.
A combination of team and network structures, with the
addition of temporariness.
Key requirements:
Absence of hierarchy.
Empowerment of team members.
Technology utilization.
Acceptance of impermanence.
Figure 10.7 The boundaryless organization eliminates
internal and external barriers.
Boundaryless organizations (cont.)
Encourage creativity, quality, timeliness, flexibility,
and efficiency.
Knowledge sharing is both a goal and essential
component.
Virtual organization.
A special form of boundaryless organization.
Operates in a shifting network of external alliances that are
engaged as needed, using IT and the Internet.
Study Question 4: What organizing trends are
changing the workplace?
Contemporary organizing trends include:
Shorter chains of command.
Less unity of command.
Wider spans of control.
More delegation and empowerment.
Decentralization with centralization.
Reduced use of staff.
Shorter chains of command
The line of authority that vertically links all
persons with successively higher levels of
management.
Organizing trend:
Organizations are being streamlined by cutting
unnecessary levels of management.
Flatter structures are viewed as a competitive
advantage.
Less unity of command
Each person in an organization should report to
one and only one supervisor.
Organizing trend:
Organizations are using more cross-functional
teams, task forces, and horizontal structures.
Organizations are becoming more customer
conscious.
Employees often find themselves working for more
than one boss.
Wider spans of control
The number of persons directly reporting to a
manager.
Organizing trend:
Many organizations are shifting to wider spans of
control as levels of management are eliminated.
Managers have responsibility for a larger number of
subordinates who operate with less direct
supervision.

Figure 10.8 Spans of control in flat
versus tall structures.
Management Fundamentals - Chapter 10 39
More delegation and empowerment
Delegation is the process of entrusting work to
others by giving them the right to make
decisions and take action.
The manager assigns responsibility, grants
authority to act, and creates accountability.
Authority should be commensurate with
responsibility.

Guidelines for effective delegation:
Carefully choose the person to whom you delegate.
Define the responsibility; make the assignment clear.
Agree on performance objectives and standards.
Agree on a performance timetable.
Give authority; allow the other person to act independently.
Show trust in the other person.
Provide performance support.
Give performance feedback
Recognize and reinforce progress.
Help when things go wrong.
Dont forget your accountability for performance results.
More delegation and empowerment (cont.)
A common management failure is
unwillingness to delegate.
Delegation leads to empowerment.
Organizing trend:
Managers are delegating more and finding more
ways to empower people at all levels.

Decentralization with centralization
Centralization is the concentration of authority
for making most decisions at the top levels of
the organization.
Decentralization is the dispersion of authority
to make decisions throughout all levels of the
organization.

Decentralization with centralization (cont.)
Centralization and decentralization not an
either/or choice.
Organizing trend:
Delegation, empowerment, and horizontal
structures contribute to more
decentralization in organizations.
Advances in information technology allow
for the retention of centralized control.

Reduced use of staff
Specialized staff
People who perform a technical service or provide
special problem-solving expertise to other parts of
the organization.
Personal staff
People working in assistant-to positions that
provide special support to higher-level managers.

Reduced use of staff (cont.)
Line and staff managers may disagree over staff
authority.
Advisory Authority.
Functional authority.
No one best solution for dividing line-staff
responsibilities.
Organizing trend:
Organizations are reducing staff size.
Organizations are seeking increased operating efficiency by
employing fewer staff personnel and smaller staff units.
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